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Conversations on Burnout, Part Two

By Mitchell Kentor, MD, MBA | on January 2, 2024 | 1 Comment
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AB: Two basic principles are social connected-ness and physical exercise. If you can find a form of physical exercise that you enjoy doing, that can be enormously helpful.

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Explore This Issue
ACEP Now: Vol 43 – No 01 – January 2024

With respect to the problem of burnout, sometimes a well thought-out, planned period of absence from work can do wonders. A few weeks or a few months off from the job to really try to process what one is experiencing, take some time talking with a therapist or another thoughtful person whom one trusts. Taking time to sort of recalibrate, reexamine. Ask oneself, “Why did I go into this profession in the first place? Why is it driving me crazy? Why do I feel so apathetic? Is there anything I can do about it?”

DM: One of the healthy coping mechanisms of being a physician is altruism: caring for others. For example, at the end of your shift, you’re leaving and that other doctor is taking on for you. And you can use your altruism for them: not to be prying and not to be rude, but as colleagues, you can check in with them.

I see this a lot in police and fire (and managers), the other sort of hero specialties or professions that they don’t really own up to how worn out they are until someone comes over and asks them. And then they’re like, “Holy shit, you’re right!”

Author’s Note: This interview has been edited for brevity and clarity.


Dr. Kentor is a board-certified emergency physician with an MBA from the Northwestern Kellogg School of Management in Evanston, Ill. He is a member of the editorial advisory board of ACEP NOW.

Pages: 1 2 3 4 5 | Single Page

Topics: BurnoutcareerWork-Life Balance

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One Response to “Conversations on Burnout, Part Two”

  1. January 7, 2024

    Thomas Benzoni, DO Reply

    Several items:
    If physicians are paid from accounts receivable, the physicians as a group share the financial cost of attrition, not those causing it. I’m this circumstance, where consequences are divorced from cause, correction/feedback is unlikely.
    Next, physician lounges were being closed long before COVID. This is likely a result of short sighted (and likely non-existent) cost savings. (The absolute internally
    incremental cost of the lounge is likely less than a rounding error.)
    Finally, we have to remember the business we’re in: we’re people taking care of people. We use healthcare to accomplish this goal. When we see leadership neglect to take care of their people, you can bet the farm they have lost their way.

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